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Page | 1 The WHO-UNICEF IMMUNIZATION SUPPLY CHAIN AND LOGISTICS HUB Supporting National Logistics Working Group Toolkit & guidance (Draft)
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The WHO-UNICEF IMMUNIZATION SUPPLY CHAIN AND LOGISTICS HUB
Supporting National
Logistics Working Group
Toolkit
& guidance
(Draft)
Page | 2
Cover credit
(from top to bottom)
© UNICEF/UNI152031/Rashidi
© UNICEF/UNI201554/Rich
© UNICEF.UNI187340.Alawi
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ACRONYMS AND ABBREVIATIONS
EPI Expanded Programme on Immunization
DP Development Partner
DLWG District Logistics Working Group
EVM Effective Vaccination Management
EVMA Effective Vaccination Management Assessment
EVM IP EVM Improvement Plan
GAVI Global Alliance for Vaccines and Immunization
ICC Interagency Coordinating Committee
ISCL Immunization Supply Chain and Logistics
MoH Ministry of Health
NIP National Immunization Programme
NITAG National Immunization Advisory Group
NLWG National Logistics Working Group
NGO Non-Governmental Organization
RLWG Regional Logistics Working Group
SC Supply Chain
ToR Terms of Reference
UNICEF United Nation Children's Fund
WHO World Health Organization
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CONTENTS
ACRONYMS AND ABBREVIATIONS 3
CONTENTS 4
CHAPTER 1. ABOUT THE NLWG GUIDE 6
3.1. For whom is this Guidance Manual written? 6
3.2. Guidance manual chapters 6 1. Chapter 1. Introduction: what is NLWG and how it can improve ISCL at country level? 6 2. Chapter 2. How to identify countries’ situation and needs for NLWG? 6 3. Chapter 3. How to establish a NLWG? 6 4. Chapter 4. How to reinforce a NLWG? 7 5. Chapter 5. NLWGs’ materials and tools 7
CHAPTER 1. ROLE, SCOPE AND FUNCTIONS OF NLWGS 8
1.1 What is the concept of NLWG? 8
1.2 What are well-functioning and structured NLWG? 9
1.3 What is the situation of NLWGs at national and regional levels across UNICEF regions? 9
CHAPTER 2. IDENTIFYING YOUR NEEDS 10
2.1 Needs self-assessment for country with an existing NLWG 10
2.2 Feasibility self-assessment for country without NLWG 11
CHAPTER 3. ESTABLISHING A NLWG 12
3.1 Process and requirement to create a NLWG 12
3.2 Legal framework and governance 12
3.3 Mandates 12
3.4 Strategic and operational framework 12
3.5 Governance 13
3.6 Composition and memberships 13 Selection criteria/membership considerations 14 Members’ nomination, rotation, and termination process 14 Executive secretary 15
CHAPTER 4. REINFORCING A NLWG 16
4.1 Revising ToR 16
4.2 Mode of operations 16 4.2.1 Step 1: Drawing NLWG’s work plan 16 4.2.2 Step 2: Issuing ISCL recommendations 18 4.2.3 Step 3: Preparing and conducting NLWG meeting 20 4.2.4 Step 4: Conducting research for innovation 20 4.2.5 Step 5: Providing technical assistance 21 4.2.6 Step 6: Closing funding gaps & fundraising 21
4.3 Monitoring and Evaluation of NLWG’s performance 22
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CHAPTER 5. TECHNICAL ASSISTANCE FRAMEWORK AT COUNTRY LEVEL 23
CHAPTER 6. NLWG’S TEMPLATES AND TOOLS 24
6.1 Templates for establishing a NLWG 24 1. NWLG’s ToRs 24 2. Memberships Form 28 3. Declaration of conflict of Interest 29
6.2 Templates for reinforcing a NLWG 30 4. Workplan template 30 5. Check-list for organizing meetings 33 6. Meeting agenda template 34 7. Meeting minutes template 35 8. List of core indicators to monitor NLWG’s functioning 36
6.3 Outlines for technical capacity strengthening 37 9. Process for developing an evidence-based recommendation 37 10. Sources of evidence 38 6. 38 11. Recommendation notes template 39
6.4 Technical assistance framework 40 6.4.1 Consultancy ToR for establishing NLWGs 40 6.4.2 Consultancy ToR for strengthening NLWGs 42
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CHAPTER 1. ABOUT THE NLWG GUIDE
The Guidance Manual was developed following requests from countries interested in
establishing or strengthening National Logistics Working Groups (NLWG), in order to improve
systematically the Immunization Supply Chain and Logistics (ISCL) infrastructure and systems
at country level.
This NLWG Guidance Manual provides both technical and operational guidance on how
countries may create or/and strengthen NLWG. It outlines the various steps that may be taken
to initiate, implement, monitor and reinforce a NLWG.
The Guidance Manual was developed by the WHO-UNICEF IMMUNIZATION SUPPLY CHAIN
AND LOGISTICS HUB and is aligned with the “Joint Statement on comprehensive EVM”
3.1. For whom is this Guidance Manual written?
In order to support countries in strengthening their supply chain systems WHO & UNICEF
support governments to form and strengthen functional National Logistics Working Groups.
To achieve this, this guidance note is designed for anyone who is considering working in or is
already working within a NLWG. Its purpose is to provide guidance throughout the entire
process for establishing and strengthening these working groups.
The guidance note is not intended to be prescriptive but rather provides directions to countries.
These need to be adapted according to specific local context and priorities. This note also
outlines the criteria that can be used to evaluate if such working groups are functioning.
3.2. Guidance manual chapters
1. Chapter 1. Introduction: what is NLWG and how it can improve ISCL at
country level?
This introduction explains the concept of NLWG and the motivations of why these should be
established and strengthened. This introduction explains how these working groups can
improve the performance of immunization supply chain systems. This chapter will help the
reader to discuss and identify the added value of a NLWG in his/her country and to get an
overview of role, scope and functions of NLWG.
2. Chapter 2. How to identify countries’ situation and needs for NLWG?
After an overview of NLWG and requirements, this chapter provides two self-assessments
that can be used at country level. The first assessment is targeted to countries with an existing
NLWG and checks if the eight criteria that describe a well-functioning working group are
achieved. The second assessment, dedicated to countries without existing NLWG, ambitions
to check the requirements for establishing a NLWG or joining a Regional Logistics Working
Group (RLWG).
3. Chapter 3. How to establish a NLWG?
This chapter is dedicated to countries that want to establish a NLWG. This chapter provides
guidance on the process and key steps to form a NLWG, starting from the specification of its
mandate, defining its strategic and operational areas of work, describing its governance and
memberships.
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Likewise, chapter 3 describes the role of the chairperson and secretariat.
4. Chapter 4. How to reinforce a NLWG?
After the establishment of a NLWG, its functioning and performance can be reinforced. In this
chapter readers will find examples of good practice that can be used to strengthen the
performance of NLWGs.
5. Chapter 5. NLWGs’ materials and tools
This chapter provides readers with templates and sample documents to form and strengthen
NLWGs, e.g. ToRs, Memberships criteria list, members’ assignment description (including
chair and secretariat) check list for organizing meetings, meeting agenda and minute’s
templates, work plan, list of core indicators for monitoring & evaluation, recommendation
notes, and position paper.
Advocacy to influence
willingness to create a NLWG
Ministerial decree or another
administrative mechanism
Issuing Terms of Reference
Nominated chair and
secretariat enroll technical
experts
Developing NLWG
strategic and operational framework
© UNICEF.UNI155439.Ohanesian
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CHAPTER 1. ROLE, SCOPE AND FUNCTIONS OF NLWGS
National Immunization Programs (NIPs) in developing countries have faced challenges while
working towards more equitable access to immunization, to protect children from preventable
diseases. With the introduction of new, more expensive and bulkier vaccines in recent years,
it has become increasingly difficult to safely store and transport vaccines and other
immunization supplies to all populations, especially in remote and hard-to-reach areas.
Therefore, countries must find solutions for systematic improvements to the immunization
supply chain infrastructure and systems. Effective Vaccine Management (EVM), launched by
WHO and UNICEF in 2010, is a quality improvement process for ISCL systems to compare
their effectiveness against best-practice benchmarks. It is both a consultation and survey tool
designed to identify the strengths and weaknesses of immunization programs. By periodically
repeating the process, programme managers can measure their program’s health, chart a
course for improvement, and measure the progress of their Improvement Plans1.
National logistics working groups (NLWGs) have been demonstrably instrumental in improving
the performance of supply chain management at the national level. NLWGs are defined as
“leadership groups” and may take different forms and names. However, these groups aim to
improve coordination among partners and the implementation of national immunization supply
chain priorities.
These working groups are part of the Ministry of Health’s process to strengthen immunization
supply chains with the objective of achieving continuous improvement in vaccine efficacy,
availability, and supply chain efficiency.
They are generally defined through objectives of the working group and the group’s purpose.
It can also be used to clarify the group’s ties with other committees or working groups that
may already exist at the national level.
1.1 What is the concept of NLWG?
The NLWG is a mechanism for coordinating national immunization logistics and supply chain
activities as well as supply chain investments of government agencies and development
partners. The NLWG provides guidance, expertise and technical assistance on all matters
concerning supply chain operations and improvement initiatives. The NLWG engages key
stakeholders in the process to share information, evidence, and lessons learned; to identify
and overcome program bottlenecks; to explore opportunities for innovation; and to make
optimal use of resources.
This working group is a key element of the national EPI strategy that will work towards ensuring
the availability of effective vaccines for children and adults at all levels of the health system.
These leadership groups may take different forms and names however all these groups aim
to improve the coordination amongst partners and implementation of national immunization
supply chain priorities.
1A call to action for national programs and the global community by the WHO Immunization Practices Advisory
Committee, March 2014
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Perceptions of NLWG as a leadership group vary among consulted regions and countries,
but the common impression is that NLWG’s mandate improves immunization logistics and the
supply chain in a country.
1.2 What are well-functioning and structured NLWG?
The MOH officially authorize the NLWG to act as a national working group specialized in
immunization logistics and supply chain management. The mandate acknowledges the need
for coordinated efforts in this area and for evidence-based recommendations to shape policies
and strategies that will in turn strengthen immunization supply chains.
A list of eight core indicators has been defined:
1 Formal legislative or administrative status
2 Formal written terms of reference
3 Members required to systematically declare any interest
4 Members are selected because of acknowledged expertise in immunization supply
chains and logistics
5 NLWG meets at least once or even twice a month to ensure effective implementation
and monitoring of activities
6 Agendas and background documents are circulated at least one week prior to
meetings
7 Meeting reports and recommendations are circulated to decision makers and key
stakeholders
8 The NLWG is consulted for any key decisions on immunization supply chain strategy
and policies
1.3 What is the situation of NLWGs at national and regional levels
across UNICEF regions?
The situation of NLWGs has been documented through the NLWG landscape analysis study
performed in 2015.
The consultation of six UNICEF regions and eight country offices provided a landscape
analysis of the situation of NLWGs. Based on the survey, four categories of countries were
established:
1. Countries with established and well-functioning2 NLWG within a legal or administrative framework. I.e. Nigeria, Uganda, Kenya, Mozambique, Ethiopia, Zambia, Zimbabwe, India
2. Countries with NLWG operating without a either systematic or organized framework. I.e. Comoros, Malawi, Rwanda, and Madagascar
3. Countries without NLWG but with available human resources, partners, and logisticians
4. Countries without NLWG and no available and skilled logisticians. I.e. Angola, Somalia, and South Sudan
2 Functioning that fits with the core indicators list in chapter 5
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CHAPTER 2. IDENTIFYING YOUR NEEDS
This chapter will help to identify types of required support depending on specific country
situations:
ISCL operates within an existing NLWG
ISCL operates without a NLWG
Figure 1: Process for identifying country’s needs
2.1 Needs self-assessment for country with an existing NLWG
Questions Yes No Suggested tools for improvement
1. Was the NLWG created with a legislative or administrative status?
Insert link to “Legal framework and governance”
2. Does the NLWG operates with formal written terms of reference?
insert link to tool 1 “NLWG’s ToR”
3. Is NLWG’s membership selection criteria described
Insert link to “composition and membership”
4. NLWG’s members required to systematically declare any interest
insert link to tool 3 “Declaration of conflict of interest”
5. Members are selected because of acknowledged expertise in immunization supply chains and logistics
insert link to “Selection criteria/membership considerations”, and tool 2 “Memberships form”
6. NLWG works within a workplan including a narrative, a timeline, and a budget
insert link to tool 4 “Workplan template”
7. NLWG meets at least once/twice a month insert link to tool 5 “Check list for organizing meetings”
8. Agendas and background documents are circulated at least one week ahead of meetings
Insert link to tool 6 “agenda template”, “sources of evidence”
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9. Meeting reports and recommendations are circulated to decision makers and key stakeholders
Insert link to tool 7 “minutes template”, “recommendations note template”
10. The NLWG is consulted for any key decisions on immunization strategies and policies
Total score (yes = 1 ; no = 0)
2.2 Feasibility self-assessment for country without NLWG
Questions Yes No Options for improvements
1. Does your country lack of a permanent logistics working group?
Link to “concept of NLWG”
2. Is there a willingness of EPI manager and/or ICC to benefit from a dedicated ISCL working group?
Link to Chapter 3 “Establishing a NLWG”
3. Does ISCL face issues and challenges that impediments immunization performance in your country
Link to “NLWG’s mandate”
4. Is there a need for improving coordination of technical partners and donors supporting ISCL?
Link to “process and requirement to create a NLWG”
5. Do MoH and NIP need for evidence-based decisions for improved ISCL?
Link to “Step 2: Issuing ISCL recommendations”
Total score (yes = 1 ; no = 0)
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CHAPTER 3. ESTABLISHING A NLWG
3.1 Process and requirement to create a NLWG
The NLWG is a mechanism for coordinating national immunization logistics and supply chain
activities as well as supply chain investments of government agencies and development
partners. The NLWG will provide guidance, expertise and technical assistance on all matters
concerning supply chain operations and improvement initiatives. The NLWG will engage with
key stakeholders in the process to share information, evidence, and lessons learned; to
identify and overcome program bottlenecks; to explore opportunities for innovation; and to
make optimal use of resources.
This working group is a key element of the national EPI strategy that will work towards ensuring
the availability of effective vaccines for children and adults at all levels of the health system.
Figure 2: Suggested process for establishing a NLWG
3.2 Legal framework and governance
The NLWG should be formally established through a ministerial decree or another appropriate
administrative mechanism. This official process will help to clearly define how the NLWG
operates within the Ministry of Health (MOH) as well as its decision-making structures, which
decision makers will consult on to make supply chains a national priority.
In some instances, the NLWG can also be the supply chain coordination committee or the ICC.
3.3 Mandates
The MOH should officially authorize the NLWG to act as a national working group specialized
in immunization logistics and supply chain management. The mandate should acknowledge
the need for coordinated efforts in this area and for evidence-based recommendations to
shape policies and strategies that will in turn strengthen immunization supply chains.
The NLWG is a mechanism for coordinating national immunization logistics and supply chain
activities as well as supply chain investments of government agencies and development
partners. The NLWG will provide guidance, expertise and technical assistance on all matters
concerning supply chain operations and improvement initiatives. The NLWG will engage with
key stakeholders in the process to share information, evidence, and lessons learned; to
identify and overcome program bottlenecks; to explore opportunities for innovation; and to
make optimal use of resources.
3.4 Strategic and operational framework
The main responsibility of the NLWG is to identify priorities to strengthen immunization supply
chain management and correspondingly to coordinate partners’ support in these areas. The
NLWG also provides evidence-based recommendations on the immunization ISCL to
Advocacy to influence
willingness to create a NLWG
Ministerial decree or another
administrative mechanism
Issuing Terms of Reference
Nominated chair and
secretariat enroll technical
experts
Developing NLWG
strategic and operational framework
Page | 13
government officials such as the EPI director, other departments in the MOH, other
immunization groups such as National Immunization Advisory Groups (NITAG), and other
logistical groups (i.e. pharmacy and drug supply chain).
NLWG covers the following key strategic and operational areas:
1. Reviewing, developing, and adopting guidance related to immunization supply chain management
2. Developing and adopting a prioritized national immunization supply chain strategy — also known as the continuous immunization supply chain Improvement Plans3 — that links the EPI work plan and national Health System Strengthening Strategy
3. Informing decision makers and practitioners about immunization supply chain issues
4. Coordinating technical assistance and partners’ investment to align it with national priorities
5. Planning immunization SC and logistics activities 6. Monitoring and evaluating the progress of immunization supply chain activities
once implemented
3.5 Governance
The NLWG provides advice and in most cases will report to the ICC and NIP. The chair of the
NLWG, sometimes referred to as executive secretary, should be the MOH NIP logistics
manager, as delegated by the NIP Manager.
Depending on the size of the country, additional working groups could be replicated at sub-
national levels, i.e. Regional Logistics Working Group (RLWG) or District Logistics Working
Groups.
Figure 3: Suggested NLWG’s organization
3.6 Composition and memberships
Depending on the size of the country and availability of resources, the size of the NLWG may
include 10-15 members. The number is limited to effective technical relevance and
management of the decision making process. The respective roles of these partners should
be clearly defined in the ToR: Chair, secretary, CCL specialist, and other technical expertise.
3WHO/UNICEF Joint Statement. Achieving immunization targets with the comprehensive effective vaccine
management (cEVM) framework
MOH
NIP
ICC
NLWG RLWG DLWG
National
level
Regional level
District
level
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Members could be the following: EPI SC Manager, EPI SC Officer, Chief CCL Officer, national
logisticians, donors, and implementing partners.
Selection criteria/membership considerations
Members should be selected based on expertise in the areas of immunization and
vaccine logistics, cold chains, and supply chains. They will be selected based on their
credibility and should not lobby for policies or products of the organization for which
they work (conflict of interest). Members can be nominated from the government,
donors and implementing partners, and potentially from the private sector but should
cover the following main expertise areas:
Forecasting and quantity product needs Procurement Vaccine management Supply chain management Cold chain equipment and temperature monitoring Strategic planning and monitoring Use of medical products Resource management
In some countries, it might be necessary to identify core members and non-core
members.
In some large countries with sub-national groups, the NLWG might invite some of them,
as advisor, to address specific issues faced at lower levels, and/or to share best
practices (e.g. India or Nigeria).
Members’ nomination, rotation, and termination process
Members, including the chair, should be formally nominated and appointed by senior-level
government officials. They will play a critical role in ensuring the NLWG is recognized as a
leading body in the national field of immunization and vaccine logistics.
The chair should be acknowledged as a senior expert in immunization supply chains and
logistics or a person with responsibility and accountability for the immunization supply chain.
Members make commitments to attend NLWG’s meetings and to fulfill duties and
responsibilities of the group: informing decision makers, offering guidance, coordinating
partners’ investments, and monitoring the immunization supply chain....
Members are typically nominated for terms of three or four years4 with provisions for term
renewals. Appointments may be renewed at the end of the first term of office on the condition
of satisfactory appraisal. In some countries, rotation is not possible because of the lack of
sufficient and available experts.
4Term limits of three or four years are common practice to ensure members are fulfilling their
responsibilities
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Potential reasons for terminating a membership include: failure to attend5 a designated
number of consecutive meetings, a change in affiliation resulting in a conflict of interest, or a
lack of professionalism involving, for example, a breach of confidentiality.
Executive secretary
A member or a subgroup of members is assigned as executive secretariat of the NLWG. The
executive secretary is in charge of providing leadership and strategic advice pertaining to
NLWG management as well as reporting to the ICC and NIP.
Figure 4: Generic NLWG’s chart
5 Depending on the frequency of meetings and available experts, absence from half or more of the
meetings could result in termination
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CHAPTER 4. REINFORCING A NLWG
This section describes the procedures for: drawing up the work plans, holding meetings,
drafting and finalising the minutes, preparing recommendations and decision-making and
submitting reports to the authorities.
4.1 Revising ToR
ToR might be revised so to clarify the mandate
of the NLWG. Please refer to chapter 3.
4.2 Mode of operations
This section describes the procedures for drawing up the work plans, holding meetings,
drafting and finalising the minutes, preparing recommendations and decision-making and
submitting reports to the authorities
The mode of operations of the NLWG consists mainly of 6 steps from its work plan to the
communication of recommendations and meeting reports.
Figure 5: Key steps of the NLWG’s function
4.2.1 Step 1: Drawing NLWG’s work plan
This part describes the consultation process for identifying priority issues to be addressed by
the NLWG in the current year or in the following years of the work plan.
Purpose
The work plan describes all activities of the NLWG and its executive secretariat. NLWG can
develop annual or multi-year work plans as a tool for reinforcing the coordination of partners’
technical assistance to immunization supply chains and logistics. This is also a mechanism to
schedule key topics to be discussed and recommended during the work plan period. This
TOOL BOX
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enables members to gather national data and best practices ahead of meetings, and then to
facilitate decisions or make recommendations.
The NLWG’s annual/multi-year work plan is developed based on the comprehensive EVM
Improvement Plan and forms part of the comprehensive Multi-Year Plan (cMYP). Members
define priorities in consultation with the MOH based on national priorities and other factors
including feasibility in the short term, existing delivery capacity, funding equity, economic
affordability and sustainability. Key activities of the work plan could be as follows: producing
ISCL recommendations, strengthening NLWG capacity, ensuring NLWG functioning,
assessing NLWG’s performance (M&E).
Workplan content
The work plan should be developed by the executive
secretariat (e.g. the secretariat and some members of
the NLWG, with a participation of the chair). At the end,
it should be validated by the NLWG’s members.
The preparation of the work plan requires an
identification of national immunization priorities in
consultation with the EPI and ICC.
The work plan includes for each area of work a description of the activities, milestones,
deliverables, timelines and budget. The work plan is composed of three types of documents:
a narrative description of the activities, the timeline, and the functioning budget.
First type of document: narrative description of the activities: The suggestion is to group
NLWG’s activities, which serve the same objective. Thus, the activities are classified by main
objectives. In a same objective, a series of information should be provided for each activity:
description of the activity (objective, context, details about the implementation, expected
results), timelines and persons in charge, technical and financial provisional resources
(national and partners supports).
Categories of activities
Based on NLWG’s ToRs and experiences, a series of objectives and NLWG activities could be suggested
1. Producing ISCL recommendations
2. Strengthening NLWG capacity
3. Ensuring NLWG functioning
4. M&E: assessing NLWG’s performance
Table 1 : Key categories of NLWG’s workplan activities
Category 1: Producing ISCL recommendations
This is related to the selected priorities for the annual NLWG’s agenda, in accordance with the topics submitted by the EPI/ICC to the NLWG. The terms of reference for each topic are presented to the NLWG’s members at the plenary sessions. This section indicates the number of plenary sessions a year.
Category 2: Strengthening NLWG capacity
All activities which strengthen capacities of the secretariat and the NLWG’s members: orientation workshop for NLWG’s members, training on the development of evidence-based
TOOL BOX
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recommendation, study visits to other NLWG in the same region, and other needed training
Category 3: Ensuring NLWG functioning
Installation and equipment of an office for the NLWG’s secretariat so as to conduct all its activities (organizational and technical). This also implies development of tools and document for the NLWG functioning, logistic and administrative organization of the NITAG meeting, and all the logistic and administrative aspects for holding meetings should be mentioned and planned: preparation of background documents, notes for the meeting in advance, needed materials, booking of a meeting’s room, recording documents (list of participants, report).
Category 4: Assessing NLWG’s performance (M&E)
The NLWG will monitor and evaluate its functioning performance using the following set of indicators:
Formal legislative or administrative status
Formal written terms of reference
Members required to systematically declare any interest
Members are selected because of acknowledged expertise in immunization supply chains and logistics
NLWG meets at least once or even twice a month to ensure effective implementation and monitoring of activities
Agendas and background documents are circulated at least one week prior to meetings
Meeting reports and recommendations are circulated to decision makers and key stakeholders
The NLWG is consulted for any key decisions on immunization supply chain strategy and policies
Second type of document: the activities’ timeline: on the basis of the narrative document, the
summary timelines is in a format of a Gantt chart and highlights the expected deadlines for
each activity, and then could be completed to indicate the actual completion dates. Key
milestones and deliverables are highlighted.
Third type of document: the functioning budget describes the cost of the different activities and
the different funding sources e.g. national budget and partner supports.
4.2.2 Step 2: Issuing ISCL recommendations
This part clarifies the process for the preparation of a recommendation and technical
assistance: defining the formulation framework, addressing the questions within sub-working
groups, and submitting approved recommendations to EPI/ICC.
Formulation framework: the secretariat, jointly with the chairman, introduces the framework
for the formulation of recommendations on the topic involved; this framework outlines the
elements that will explain the recommendation. For each element, specific research questions
must be formulated. The NLWG will approve this framework in a plenary session.
Organization of sub-working group: preparing technical work on a specific topic via a working
group is recommended. The working group’s members collect evidence on the different
thematic areas that will inform the recommendation. Depending on the questions submitted
by EPI/ICC to the NLWG, one or several working groups are set up. It is suggested to set up
working groups as soon as the annual workplan is defined. Based on the decision-making
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framework on a particular topic, the NLWG secretariat and Chair elaborate the terms of
reference of the working group. These working groups are appointed for a set period of time.
NLWG chair selects a working group chair within NLWG’s members based on his/her specific
expertise and a working group secretary. The appointment letter describes the working group
terms of reference, the list of questions to be addressed, the timelines and deliverables.
Members with the relevant expertise with regards to the terms of reference of the working
groups should be part of the groups. External experts can be co-opted in the groups, including
consultants and members of existing disease-specific committees/groups when relevant. In
most cases, working group membership consists of: at least, one NLWG member, a
rapporteur, possibly external experts (consultants or existing disease-specific working group
or committee members).
There are regular meetings between NLWG’s secretariat and sub-working group’s chairs, to
review progress and provide assistance when needed. Likewise, NLWG secretariat
disseminate sub-working group’s reports to NLWG’s members before the plenary meeting
Decision-making process: the decision process to adopt a recommendation should be
described: voting procedures (majority of votes or unanimous consensus).
Submitting approved recommendations: the validated recommendations are presented to EPI
and ICC. The recommendations are transmitted to decision-makers and NLWG’s secretariat
will follow up the transmission.
Figure 6: NLWG’s ten steps for issuing ISCL recommendations
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4.2.3 Step 3: Preparing and conducting NLWG meeting
The meetings are prepared in accordance with the annual/multi-year work plan.
The executive secretariat of the NLWG is in charge of preparing meeting agendas, sending
invitations for regular and special meetings,
disseminating meeting minutes, mobilizing
members, and updating lists of questions/subjects
to be discussed by NLWG in accordance with the
National Immunization Program’s policy and
strategy. The executive secretariat keeps files of
the NLWG (knowledge management), and monitors and evaluates the NLWG’s effectiveness.
Meeting agendas
Although most of the questions should come from the MOH, it is appropriate for members of
the committee to contribute to the development of the agenda and, based on their expertise,
identify important issues to be discussed.
Process to review and share evidence with the group
Based on the annual/multi-year plan, it is required to assign members or a subgroup of
members to gather, analyze, and prepare information for presentation and recommendations
during meetings.
The agenda should be circulated at least one week prior to meetings with necessary relevant
background documents attached. This is necessary to enable NLWG members to prepare
themselves for the discussion ahead.
Meeting frequency
There should be regular meetings scheduled in advance. The NLWG typically meets every
once or even twice a month. On rare occasions, additional meetings might be organized for
urgent or important matters. A consideration for planning the meetings is that a higher number
of meetings could be difficult to manage, both for members and for the secretariat.
Invited guests
If needed, other experts may be invited such as NGO staff, independent consultants, or
vaccine and technology manufacturing representatives. Manufacturers should not be allowed
in meetings due to a potential conflict of interest, but occasionally they may be invited, as
observers, to provide information on their products. However, the setting and handling of
meetings must prevent undue influence from these manufacturers.
Communication and reports
After each meeting, a report is written within a week. Content should focus on conclusions and
recommendations of the NLWG, with roles and responsibilities for follow up. Meeting reports
should also contain action points from the recommendations with roles and responsibilities for
follow up. The reports are sent to the EPI manager and ICC members. During immunization
ICC meetings, a summary of key conclusions and recommendations are presented.
4.2.4 Step 4: Conducting research for innovation
NLWG can support large-scale ISCL transformation within the planning and implementing
EVM improvement plans. Members can support both proven and novel approaches: new
TOOL BOX
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technologies, processes, and incentives to address challenges. Improvement plans refers to
transformative solutions: supply chain reengineering, supply chain modeling, vendor managed
inventory, outsourcing, electronic LMIS, incentive
pay, worker training, etc.
4.2.5 Step 5: Providing technical assistance
NLWG’s members provide technical support in
accordance with the Improvement plan covering a wide spectrum of programmatic activities
including vaccine arrival, temperature control, storage capacity, infrastructure, maintenance,
stock management, distribution, vaccine management, and information systems.
The NLWG’s areas of support car mainly the following:
Informing decision makers and practitioners about SC issues: providing advice to
EPI/ICC on Immunization program logistics; providing guidance on vaccine security
issues
Planning and setting up frameworks for SC related activities: coordinating the
elaboration of the country’ immunization strategy; forecasting needs
Providing active support and implementing SC activities: coordinating/facilitating
regular inventories of vaccines, devices, cold chain equipment, and transport,
coordinating partners’ efforts/investments in immunization logistics and supply chain
Monitoring SC related activities: conducting regular supportive supervision with regular
feedback to all key players and stakeholders; monitoring vaccination supplies and
utilization
4.2.6 Step 6: Closing funding gaps & fundraising
NLWG plays a crucial role to identify and communicate the needs for improving ISCL at
country level. Investment and funding are required to train, incentivize, and reward Human
resources who are the backbone of ISCL systems: logisticians, managers, data managers,
drivers, and warehouse workers. NLWG contribute to fundraise and support aid coordination
and effectiveness for better immunization performance.
TOOL BOX
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4.3 Monitoring and Evaluation of NLWG’s performance
NLWG’s M&E plan needs to be developed based on a set of functioning indicators:
Indicators Yes No Improvement measures
Legislative or administrative status
Formal written terms of reference
Membership composition and assignments
NLWG’s members declare any interest
Members are selected because of acknowledged expertise in immunization supply chains and logistics
NLWG works within a workplan including a narrative, a timeline, and a budget
NLWG meets at least once/twice a month
Agendas and background documents are circulated at least one week ahead of meetings
Meeting reports and recommendations are circulated to decision makers and key stakeholders
The NLWG is consulted for any key decisions on immunization strategies and policies
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CHAPTER 5. TECHNICAL ASSISTANCE FRAMEWORK AT
COUNTRY LEVEL
In practice, countries can request for technical assistance in supporting establishing or
reinforcing NLWG.
A term of reference (ToR) document should be written presenting the purpose and scope of
the service to be provided, the methods to be used, the standard against which performance
is to be assessed or analyses are to be conducted, the resources and time allocated, and the
reporting requirements.
The Terms of Reference is the main document in which the requirements and expectations of
technical assistance should be clearly described. On the other hand, the ToR contains
information for the applicant/vendor, including a clear statement of the purpose of the contract
and a list of tasks and services to be provided.
After the award of a service contract, the same ToR is used by the country to manage the
activities and outputs of the consultant and to monitor progress of the contract.
The contract signed between the contracting authority and the consultant will include the ToR
as an annex (or appendix). The ToR will also serve as a reference document concerning any
non-compliance of the provisions of the contract during contract implementation. The ToR
should provide a clear description of:
1. the rationale for undertaking an assignment, study or task
2. the expected methodology and work plan (activities), including timing and duration
3. the anticipated resource requirements, particularly in terms of personnel
4. the reporting requirements
ToR is used throughout all stages of the project cycle described above to help specify the work
that must be carried out or supported. It must contain:
Context / Background to the assignment
Description of the assignment (Objectives and Results)
Duration
Logistics and timelines
Key competences, technical background, and experience required
Application process
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CHAPTER 6. NLWG’S TEMPLATES AND TOOLS
6.1 Templates for establishing a NLWG
1. NWLG’s ToRs
Tool 1: TOR Template
NAME OF THE COUNTRY (specify) ________________________________________
Preamble
The Terms of Reference of the National Logistics Working Group (NLWG) was approved on _________, by the Minister of Health. The NLWG operates as a SC leadership group and coordination mechanism amongst partners to facilitate the implementation of national supply chain priorities.
Legal framework: __________________ (decision, decree, circular)
Mandate
The NLWG’s mandate is to coordinate national immunization logistics and supply chain activities with supply chain investments from government agencies and development partners. The NLWG provides guidance, expertise, and technical assistance on all matters concerning supply chain operations and improvement initiatives. Within its mandate, the NLWG engages with key stakeholders in the process to:
Share information, evidence, and lessons learned Identify and overcome program bottlenecks Explore opportunities for innovation Make optimal use of resources
The NLWG is a key element of the national EPI strategy that works towards ensuring the availability of effective vaccines for children and adults at all levels of the health system.
NLWG strategic and operational framework
The main responsibility of the NLWG is to identify priorities to strengthen immunization supply chain management and correspondingly to coordinate partners’ support in these areas. The NLWG also provides evidence-based recommendations in the areas of immunization supply chains and logistics to government officials such as the EPI director, other departments in the MOH, other immunization groups such as National Immunization Advisory Groups (NITAG), and other logistical groups (i.e. pharmacy and drug supply chain).
NLWG covers the following key strategic and operational areas: 1. Reviewing, developing and adopting guidance related to immunization
supply chain management 2. Developing and monitoring the operational supply chain Improvement Plan
and coordinating technical assistance 3. Informing decision makers and practitioners about immunization supply chain
issues 4. Coordinating technical assistance and partners’ investments to align it with
national priorities 5. Planning immunization SC and logistics activities 6. Monitoring and evaluating the progress of immunization supply chain
activities once implemented
Governance
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The NLWG provides advice and reports to the Interagency Coordinating Committee and the National Immunization Programme. The chair of the NLWG, sometimes referred to as executive secretary, should be the MOH National Immunization Programme logistics manager, as delegated by the National Immunization Programme Manager.
Composition and membership of the NLWG
The size of the NLWG will depend on the country and availability of experts. It consists of (select and/or add members in the country):
EPI SC Manager EPI SC Officer Chief CCL Officer National logisticians Donors Implementing partners …………………………………. …………………………………..
The size of the NLWG typically could be from 10 to 15 members.
Selection criteria/membership considerations
Members are selected based on expertise and responsibility/accountability for immunization supply chain management. They can be nominated from the public and private sectors, but should cover the following main expertise areas:
Forecasting and quantity product needs Procurement Storage and distribution Use of medical products Resource management
Conflict of interest
In the interest of transparency, members should declare any conflict of interest. Given financial and other implications that recommendations may have for the public and private sectors, members should be free of conflict of interests. A member, who is in any doubt as to whether they have a conflict of interest that should be declared, or whether they should take part in the proceedings, should ask the executive secretariat and chairperson for guidance.
Geographical consideration
(Select options and/or add options depending on the country’s context) Sub-national logistics working groups are created at regional/district levels Existing sub-national logistics working groups can be invited to attend NLWG
meeting in accordance with the agenda
Members’ nomination, rotation, and termination process
Members, including the chairperson, are formally nominated and appointed by senior-level government officials:
The chair is recognized as a senior expert in immunization supply chain and logistics or a person accountable and/or responsible for immunization supply chain functions with strong programme management skills. The NLWG is chaired by the:
National ISCL manager ……………………………….. Members commit to attend NLWG’s meetings and to fulfill duties and
responsibilities of the group.
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Members are nominated for (Number) year terms with provisions for term renewals. Appointments may be renewed at the end of the first term of office on the condition of satisfactory appraisal.
Possible reasons for the termination of memberships include: failure to attend three consecutive meetings, a change in affiliation resulting in a conflict of interest, or a lack of professionalism involving, for example, a breach of confidentiality.
Executive secretary
A subgroup of members is assigned as executive secretariat of the NLWG. The executive secretariat is in charge of providing the chairperson and leadership with strategic advice on NLWG management and to report to the ICC and NIP. Its key functions are the following:
NLWG and secretariat functioning (procedures, documentation of activities, etc.) Preparation of evidence and background documents Strengthening of technical capacities (e.g., organization of dedicated training
sessions and visits to other NLWGs) Organization of meetings Planning for the financial sustainability of the NLWG
The WHO and UNICEF are assigned as executive secretariat of the NLWG.
NLWG’s work plan
The NLWG’s annual work plan is developed based on the comprehensive EVM Improvement Plan and should align with the national immunization strategy, the cMYP, and the national health strategy. Members define priorities in consultation with MOH based on national priorities and other factors, including feasibility in the short term, existing delivery capacity, funding equity, economic affordability, and sustainability.
Government and development partners’ support is identified in accordance with the activities forecasted in the work plan:
1. Developing and monitoring the ISCL annual work plan 2. Collecting and analyzing national data and evidence for strategic and
operational decisions 3. Preparing and conducting meetings 4. Conducting research for innovative solutions 5. Providing technical assistance, training, and supervision 6. Fundraising and advocacy
Process of meetings
The meetings are prepared in accordance with the annual work plan.
The executive secretariat of the NLWG is in charge of preparing meeting agendas, sending invitations for regular and special meetings, disseminating minutes, mobilizing members, and updating lists of questions/subjects to be discussed by NLWG in accordance with the National Immunization Program’s policy and strategy. The secretariat keeps files of the NLWG (knowledge management), and monitors and evaluates the NLWG’s effectiveness.
Meeting agendas
Questions to be addressed by the NLWG are identified by the MOH. However, based on their expertise, members may propose important topics and issues to be addressed to the executive secretariat and chairperson.
Process to review and share evidence with the group
Based on the annual plan, it is required to assign members or a subgroup of members to gather, analyze and prepare information for presentation and recommendations during meetings.
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The agenda is circulated at least one week prior to meetings with necessary relevant background documents attached. This is necessary to allow NLWG members to prepare themselves for the discussion ahead.
Meeting frequency
The NLWG meets on a regular basis quarterly. On rare occasions, additional meetings might be organized for urgent or important matters.
Invited guests
If needed, other experts can be invited, including NGO members, independent consultants, or vaccine and technology manufacturing representatives. Manufacturers should not be allowed in meetings, but occasionally they may be invited, as observers, to inform the NLWG about their products. However, the setting and handling of meetings must prevent undue influence from these manufacturers.
Communication and reports
The meeting report is written within a week of the meeting’s conclusion. Content should focus on main conclusions and recommendations of the NLWG. The reports are sent to the EPI manager and ICC members. During immunization ICC meetings, a summary of key conclusions and recommendations are presented.
Monitoring and evaluation
The NLWG will monitor and evaluate its functioning performance using the following set of indicators:
Formal legislative or administrative status Formal written terms of reference Members required to systematically declare any interest Members are selected because of acknowledged expertise in immunization
supply chains and logistics NLWG meets at least once/twice a month Agendas and background documents are circulated at least one week ahead of
meetings Meeting reports and recommendations are circulated to decision makers and key
stakeholders The NLWG is consulted for any key decisions on immunization strategies and
policies
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2. Memberships Form
Tool 2: Membership Form Template
Name and First name of the Member:________________________________________
Organization Name: _____________________________________________________
Position:
EPI SC Manager EPI SC Officer Chief CCL Officer
National logistician Donor Implementing partner
other (specify)
_______________________________________________________________
List of expertise
Forecasting and quantity product needs
Procurement
Vaccine management
Supply chain management
Cold chain equipment and temperature monitoring
Strategic planning and monitoring
Use of medical products
Resource management
EVM assessment
GAVI HSS applications
Preparing new vaccine introduction
OPV switch
SIA’s / Campaigns
Others (specify) _____________________________________________________
NLWG’s assignment:
Chair
Secretary
CCL specialist
Place and date of registration: __________________
Signature: __________________________________
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3. Declaration of conflict of Interest
Tool 3: Declaration of conflict of Interest
National Logistic Working Group of COUNTRY
Declaration of Interests
To：Chairperson of the National Logistics Working Group - NLWG
I hereby declare that：
I have no pecuniary or other personal interest, direct or indirect, in any matter
that raises or may raise a conflict with my duties as a member of the NLWG.
I have pecuniary or other personal interest, direct or indirect, in certain matter
that raises or may raise a conflict with my duties as a manager of the NLWG. The
particulars of such matter are stated below:
I also acknowledge that I shall make another declaration to state any change in any
matter contained in this declaration within one month after the change occurs and
shall provide further information on the particulars contained in this declaration if so
required by the NLWG.
Signature：
Name：
Date：
Note：
(a) Please put a “” in the appropriate box
(b) Please continue on supplementary sheet if necessary
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6.2 Templates for reinforcing a NLWG
4. Workplan template
Tool 4a: Narrative Workplan Template
Objective 1: ________________________________________________________________________________________________________
Activity Description Deadline Milestone Person in charge
Activity 1.1: Name of activity Describe the activity When should be complete the activity
Critical indicator of result The person and organization in charge of the work
Activity 1.2: Name of activity Describe the activity When should be complete the activity
Critical indicator of result The person and organization in charge of the work
….
Timeline templates
Activity Responsible Status Year 1 Year 2 Year 3 Year 4
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Activity 1.1
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Producing ISCL recommendations
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Tool 4b: Timeline Workplan Template
Activity Responsible Status Year 1 Year 2 Year 3 Year 4
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Activity 1.1
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
Task Insert Not started
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Tool 4c: Budget Template
Contents Implementing by Total Co-financing Sources Year 1 Year 2 Year 3
Objectif 1
Activity 1.1
Insert budget line heading
Insert budget line heading
Activity 1.2
Insert budget line heading
Insert budget line heading
Subtotal - Objectif 1
Objectif 2
Activity 2.1
Insert budget line heading
Insert budget line heading
Activity 2.2
Insert budget line heading
Insert budget line heading
Subtotal - Objectif 2
Total
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5. Check-list for organizing meetings
Tool 5: Check-list for organization meetings Template
Venue and furniture
Select the venue according to number of participants
Organize meal and coffee breaks with the facility
Tables and chairs in sufficient numbers
Equipment
Projectors
White board or black board with white board pens or chalks
Microphone if very large rooms
Supplies
Meeting agenda
Agenda minutes of the previous meeting
Set of slide presentations
Registration form
Copies of all handouts
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6. Meeting agenda template
Tool 6: Meeting agenda template
Meeting of National Logistics Working Group
(NLWG) held on [date] at the [xxx] Chairman: Secretariat: Attendees: 1. 2. 3.
Timing Items Person in charge 8:15-8:30 Registration Secretariat 8:30-8:45 Opening Chair 8:45-9:00 Confirmation of minutes from previous meeting Secretariat 9:00-9:30 Pending from previous minutes Secretariat
9:30-10:30 ISCL recommendations #1 to decision makers and practitioners
Sub-working group 1
10:30-11:00 Implementing SC activities: Cold chain equipment/temperature monitoring
Sub-working group 2
11:00-11:15 Tea-break 11:15-11:45 Implementing SC activities: SIA campaign Sub-working group 2 11:45-12:15 Monitoring IP progress Sub-working group 3 12:15-12:30 ISCL Funding gaps and fundraising Sub-working group 4 12:30-12:45 Wrap-up Chair
End
Please RSVP to the Secretary by insert RSVP date and contact details * One person is always assigned to take responsibility for a next step; the designated person must take action before the next NLWG meeting.
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7. Meeting minutes template
Tool 7: Meeting minutes template
Meeting of National Logistics Working Group
(NLWG) held on [date] at the [xxx] Chairman: Secretariat: Attendees: 1. 2. 3. Opening: Confirmation of minutes from previous meeting: Pending from previous minutes:
• ISCL recommendations to decision makers and practitioners • Planning and setting up framework for SC related activities • Implementing SC activities • Monitoring SC related activities
ISCL requirements and funding gaps: Discussion about logistics management issues: Other items: Next steps: * One person is always assigned to take responsibility for a next step; the designated person must take action before the next NLWG meeting.
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8. List of core indicators to monitor NLWG’s functioning
Tool 8: List of core indicators to monitor NLWG’s functioning
Formal legislative or administrative status
Formal written terms of reference
Members required to systematically declare any interest
Members are selected because of acknowledged expertise in immunization supply chains and logistics
NLWG meets at least once/twice a month
Agendas and background documents are circulated at least one week ahead of meetings
Meeting reports and recommendations are circulated to decision makers and key stakeholders
The NLWG is consulted for any key decisions on immunization strategies and policies
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6.3 Outlines for technical capacity strengthening
9. Process for developing an evidence-based recommendation
Quality of the recommendation relies on a balance between quality of evidence, benefits & harms,
and patients values & preferences:
1-Define the specific question
and framework of the
recommendation
2- Select the sources of evidence &
collect it
3- Assess the quality of evidence
4- Synthesize of the body of
evidence in a background document
Define the specific question and
framework of the recommendation
Define the recommendation
framework
Rank by importance the criteria to
consider
Select the sources of evidence & collect it
Select the sources of evidence
Collect the evidence
Keep record of the search method and
its results
Assess the quality of evidence
Assess the quality of each study
Report on each study retrieved for each
outcome
Synthesize of the body of evidence in a
background document
Report findings on each outcome
Draft summary of evidence
1 2
3 4
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10. Sources of evidence
The main sources of published literature are the following:
WHO databases http://www.who.int/library/databases/en
TechNet-21 Resource Library http://www.technet-21.org/en/resources/technet-resource-library
People That Deliver Knowledge Gateway http://www.peoplethatdeliver.org/resources/knowledge-gateway
International Association of Health Logistician Resource Library
http://iaphl.org/resource-library/
Reproductive Health Supplies Coalition http://www.rhsupplies.org/activities-resources/publications/
GAVI Results and Evidence http://www.gavi.org/results/
6.
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11. Recommendation notes template
A recommendation from the NLWG should be generated from a systematic credible and transparent
process of selecting, reviewing and synthesizing the evidence for supporting the recommendation.
The recommendations should be communicated in an understandable way and should include the
following information:
• Context of the question
• General information on the question
• Methodology used
• Analysis of the evidence
• Proposed recommendations or options
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6.4 Technical assistance framework
6.4.1 Consultancy ToR for establishing NLWGs
1 Background to the assignement
National logistics working groups (NLWGs) have been demonstrably instrumental in improving the
performance of supply chain management at the national level. NLWGs are defined as “leadership
groups” and may take different forms and names. They aim to improve coordination among partners
and the implementation of national immunization supply chain priorities. These working groups are
part of the Ministry of Health’s process to strengthen immunization supply chains with the objective
of achieving continuous improvement in vaccine efficacy, availability, and supply chain efficiency. In
order to support Country name to have a functional national logistics working group in place, it is
needed to understand the status of the NLWG and implement priority activity to establish it.
2 Description of the assignment
a. Purpose
The purpose of this consultancy is to provide technical support to Country name in establishing a
NLWG. This work will be programmed in close collaboration and coordination with the Ministry of
Health, UNICEF and WHO Country Offices and other immunization partners.
b. Overall objective
In order to support <Country> in establishing a NLWG, the objective of the assignment is to:
To provide guidance on process and requirement to create a NLWG, including legal framework
and governance
To support defining the <Country name> NLWG’s mandates, strategic and operational
framework, governance, and memberships.
To advise on NLWG’s monitoring and evaluation
c. Results
1 NLWG’s legal or administrative status
2 Terms of Reference (ToR)
3 Standard Operations Procedure (SoP)
4 A monitoring and evaluation plan
3 Duration
The start and end dates will vary according to each consultancy based on specific country needs but
a typical expected commitment would be <indicate number> months which involves a combination of
field-based and home-based work (depending on the actual needs).
4 Logistics and timing
The operational base for the work will be in <indicate location(s)> The intended commencement date is <date> and the period of implementation of the contract will be < number > months from this date.
5 Key competences, technical background, and experience required
The successful candidates shall meet the following minimum requirements:
Page | 41
Competencies
Strong analytical, oral & written communication skills
Proven track record in building and influencing complex multi-stakeholder partnerships
Proven track record in project management with the emphasis on assessments/evaluations
Self-starter with ability to plan and execute projects in a timely manner
Demonstrated ability to work in a multi-cultural environment
Technical skills and knowledge
Advanced level education in public administration, policy, monitoring & evaluation, health,
engineering, supply chain management, or related field
Familiarity with WHO-recommended vaccine management practices an advantage
Proficiency in the use of the Microsoft Office applications including Excel, Word and
PowerPoint
Work experience
Languages
Written and spoken fluency in <English/French >
Proficiency in a local language of the country of assignment an advantage
6 How to Apply
Qualified candidates are requested to submit their expression of interest (EOI) The EOI should be accompanied by a cover letter and CV to <email address> with subject line “NLWG” by <deadline >. Please indicate your interest, availability and daily/monthly rate to undertake the terms of reference above. Applications submitted without a daily/monthly rate will not be considered.
Page | 42
6.4.2 Consultancy ToR for strengthening NLWGs
1 Background to the assignement
National logistics working groups (NLWGs) have been demonstrably instrumental in improving the
performance of supply chain management at the national level. NLWGs are defined as “leadership
groups” and may take different forms and names. They aim to improve coordination among partners
and the implementation of national immunization supply chain priorities. These working groups are
part of the Ministry of Health’s process to strengthen immunization supply chains with the objective
of achieving continuous improvement in vaccine efficacy, availability, and supply chain efficiency. In
order to support Country name to have a functional national logistics working group in place, it is
needed to understand the status of the NLWG and implement priority activity to establish it.
2 Description of the assignment
a. Purpose
The purpose of this consultancy is to provide technical support to Country name in reinforcing its
NLWG. This work will be programmed in close collaboration and coordination with the Ministry of
Health, UNICEF and WHO Country Offices and other immunization partners.
b. Overall objective
In order to support <Country> in reinforcing a NLWG, the objective of the assignment is to:
To provide guidance to revise Term of Reference
To support strengthening the <Country name> NLWG’s mode of operations
Drawing NLWG’s workplan
Issuing ISCL evidence-based recommendations
Preparing and conducting NLWG meeting
Conducting research for innovation
Providing technical assistance
Closing funding gaps & fundraising
To advise on NLWG’s monitoring and evaluation
c. Results
1 Revised NLWG ToR
2 Established Standard Operations Procedure (SoP)
3 Defined monitoring and evaluation plan
3 Duration
The start and end dates will vary according to each consultancy based on specific country needs but
a typical expected commitment would be <indicate number> months which involves a combination of
field-based and home-based work (depending on the actual needs).
4 Logistics and timing
The operational base for the work will be in <indicate location(s)> The intended commencement date is <date> and the period of implementation of the contract will be < number > months from this date.
5 Key competences, technical background, and experience required
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The successful candidates shall meet the following minimum requirements:
Competencies
Strong analytical, oral & written communication skills
Proven track record in building and influencing complex multi-stakeholder partnerships
Proven track record in project management with the emphasis on assessments/evaluations
Self-starter with ability to plan and execute projects in a timely manner
Demonstrated ability to work in a multi-cultural environment
Technical skills and knowledge
Advanced level education in public administration, policy, monitoring & evaluation, health,
engineering, supply chain management, or related field
Familiarity with WHO-recommended vaccine management practices an advantage
Proficiency in the use of the Microsoft Office applications including Excel, Word and
PowerPoint
Work experience
Languages
Written and spoken fluency in <English/French >
Proficiency in a local language of the country of assignment an advantage
6 How to Apply
Qualified candidates are requested to submit their expression of interest (EOI). The EOI should be accompanied by a cover letter and CV to <email address> with subject line “NLWG” by <deadline >. Please indicate your interest, availability and daily/monthly rate to undertake the terms of reference above. Applications submitted without a daily/monthly rate will not be considered.
